Thesis
Most advisory firms diagram the work. We've done it. Two decades inside enterprise software -- building lines of business through M&A, redesigning operating models post-close, and chairing the capital allocation governance that decides which deals move forward.
We bring that experience to PE sponsors and growth-stage software CEOs as an Operating Partner across a portfolio, as a Fractional Executive embedded in a single company, or on fixed-scope engagements when the question is concrete and the value of speed is high.
We also build. OrchestrAI8 is an AI-native finance ops platform we founded and ship. It's the credential that distinguishes our AI investment work from advisors who have only read about it. We've made the architecture decisions sponsors are now asking us to evaluate.
Services
Embedded on the sponsor side, working across the portfolio. Diligence support, portco value-creation, M&A pipeline development, and AI investment review. The remit is the firm's portfolio, not a single company. Used by PE and VC firms with five-to-twenty-five enterprise software portcos and active deal cadence.
Embedded inside a single portco in an operating seat. Most common: Head of Corporate Development, EVP Strategy, Chief of Staff to CEO, fractional COO. Two to four days per week. Used post-LBO, post-acquisition, pre-exit, or during a CEO transition.
Fixed-scope, fixed-fee project work. M&A pipeline build-out, carve-out architecture, operating-model redesign, AI investment thesis, post-merger integration playbook. The deliverable is the reason -- something the team can run after we leave.
Selected engagements
Built the governance framework bringing institutional discipline to capital allocation across M&A, divestiture, and strategic investment, with deal escalation and threshold-approval reporting up to the controlling investor.
Led the carve-out plan, integration model, financing structure with Barclays, and standalone operating-model design. Process resolved on covenant terms rather than price.
Sourced, structured, and integrated capability and scale acquisitions deployed against a unified platform thesis. Subsequently assembled a second LOB to roughly $1B around an acquired security platform.
Function consolidation, structural inefficiency removal, and a 200-product portfolio rationalized to 50 market-leading offerings. Approximately 20% ARR growth in the same period.
Insights
The capital is there. The mandate is there. The unsexy foundation work is what separates the programs that ship from the ones that stall.
Sell-side bankers run carve-out processes. Operators architect them. The difference shows up where the headline price doesn't.
Most portcos run corp dev as a transaction function. The platforms that compound run it as an operator discipline.
Contact
For PE sponsors and software CEOs evaluating where a senior operator would move the work forward.
Or reach out via LinkedIn.